Cognitive mechanisms mediating the impact of implicit theories of leader behavior on leader behavior ratings |
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| Affiliation: | 1. State Key Laboratory of Oncology in South China, Collaborative Innovation Center for Cancer Medicine, Guangdong Key Laboratory of Nasopharyngeal Carcinoma Diagnosis and Therapy, Sun Yat-Sen University Cancer Center, Guangzhou, China;2. Department of Nasopharyngeal Carcinoma, Sun Yat-Sen University Cancer Center, Guangzhou, China;3. Johns Hopkins University School of Medicine, Baltimore, Maryland;4. Thoracic and GI Malignancies Branch, Center for Cancer Research, National Cancer Institute, National Institute of Health, Bethesda, Maryland;1. Department of Training and Education Sciences, Faculty of Social Sciences, University of Antwerp, Belgium;2. Department of Child Development and Education, Faculty of Social and Behavioral Sciences, University of Amsterdam, Netherlands;3. Department of Political Science, Faculty of Social Sciences, University of Antwerp, Belgium;4. Department of Research Affairs and Innovation, University of Antwerp, Belgium;1. Smith College, 44 College Lane, Northampton, MA, 01063, United States;2. Oregon Research Institute, 1776 Millrace Dr., Eugene, OR, 97403, United States;3. University of Massachusetts Medical School, 55 Lake Avenue North, Worcester, MA, 01655, United States;4. Brown University, Box G-S121-5 Brown University Providence, RI, 02912, United States;1. Department of Information Systems, University of Maryland, Baltimore County, Baltimore, MD;2. Department of General and Internal Medicine, Brigham and Women''s Hospital and Harvard Medical School, Boston, MA;3. Department of Partnerships, Professional Education, & Practice, School of Nursing, University of Maryland, Baltimore, MD |
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| Abstract: | Previous research has demonstrated that implicit theories of leader behavior can significantly influence raters' responses on leader behavior rating questionnaires. The purpose of the present study was to explore the cognitive mechanisms mediating this influence. Subjects watched a videotape of a problem-solving group and later rated the group leader's behavior. They were told either before or after seeing the tape that this group had either succeeded or failed at the task it was performing. The performance manipulation had a significant impact on the leader behavior ratings. The timing of that manipulation, however, did not. These results are interpreted as evidence that implicit theories of leader behavior may have their impact on conventional leader behavior ratings primarily through mechanisms operating at the time the raters fill out the leader behavior questionnaire. The implications of these results for developing strategies to overcome the confounding influence of implicit theories on leader behavior ratings are discussed. |
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